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The Science of Organizational Change: How Leaders Set Strategy, Change Behavior, and Create an Agile Culture (Leading Change in the Digital Age Book 1) by [Paul Gibbons]

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The Science of Organizational Change: How Leaders Set Strategy, Change Behavior, and Create an Agile Culture (Leading Change in the Digital Age Book 1) Kindle Edition

4.5 out of 5 stars 52 ratings

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Length: 379 pages Word Wise: Enabled Enhanced Typesetting: Enabled
Page Flip: Enabled
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"Buy it, read it, and place it on the bookshelf next to The Halo Effect, Switch, and The Fifth Discipline - in reach for easy re-reading" --Rolf Hasanen, Value at Work

"If you are tasked with change inside a large organization, this is a must-read. Gibbons has written the single most insightful book on organizational change. You'll laugh at the myth-busting and consultant-bashing while taking copious notes on everything else." --Miki Reilly-Howe, Managing Director, Department26

"Organizational change is a huge industry filled with buzzwords and fads and suffering from an unacceptably high failure rate. Paul Gibbons applies scientifically founded, rigorous thought and practical wisdom to this charlatan-filled domain, and produces actionable, sensible, evidence-based insights that can make change efforts much more likely to succeed and organizations much more agile and effective." --Jeffrey Pfeffer, Thomas D. Dee II Professor of Organizational Behavior, Stanford Business School

--This text refers to the paperback edition.

From the Back Cover

The VUCA (Volatile, Uncertain, Complex, and Ambiguous) World Demands Change-Agile Businesses

Turbulent environments demand constant change, but the mindset, skills, and behaviors taught to business leaders are unhelpful and sometimes flatly misleading. What is more, many high-profile approaches to change do not help: they are based on untested belief systems, unreliable methods, and psychological myth.

The Science of Organizational Chang e identifies dozens of myths, bad models, and unhelpful metaphors, replacing some with twenty-first century research and revealing gaps where research needs to be done. Paul Gibbons links the origins of theories about change to the history of ideas and suggests that the human sciences will provide real breakthroughs in our understanding of people in the twenty-first century. For example, change fundamentally entails risk, yet little is written for business people about how breakthroughs in the psychology of risk can help change leaders. Change fundamentally involves changing people’s minds, yet the most recent research shows that provision of facts may strengthen resistance.

Gibbons’ explorations of the frontiers of twenty-first century behavioral science will help you build influence, improve communication, optimize decision making, and sustain change.

In complex organizations and systems, there are no silver bullets. But you can shift away from techniques that are harmful or that science says do not work and toward techniques supported by solid evidence.

  • Leading people through change: Tactics from 21st century human sciences
    Getting beyond flawed “pop psychology”–and failed “pop leadership”
  • New ways to change behavior–without coercion (carrots and sticks)
    Preserving dignity and autonomy, avoiding coercion or paternalism–and succeeding
  • A new science of changing hearts and minds
    Reconceiving resistance, handling social complexity, using facts, and leveraging metacognition
  • Leading with science: The emergence of evidence-based management
    From “anti-scientific” management to experiment, hypothesis testing, and analytics


  • Discard metaphors such as “carrots and sticks,” “burning platforms,” the “soft side” of business, and “resistance,” all of which destroy effectiveness
  • Think about the risk, the true costs, and the results of change programs in a completely new way
  • Turn new insights from mindfulness, behavioral economics, complexity theory, and analytics into practical tools
  • Discard pseudoscience, and pop psychology as guides for how people in business behave
  • Make the shift towards greater accountability, scientific validity, and measurement
  • Replace change management with change agility and change leadership

To make change work, you need to base it on science, not intuition or myth. In this book, Paul Gibbons offers the first blueprint for change that integrates recent advances in neuroscience, mindfulness, behavioral economics, sociology, complexity theory, and analytics.

Rigorously grounded in evidence, this multi-disciplinary approach fully reflects the realities of change in today’s complex organizations. Gibbons offers actionable guidance for every facet of your change initiative–from strategy and planning, through the tactics of changing hearts minds and behaviors, to creating change-agile organizations.

You’ll gain a more mature understanding of how people and systems change. And you’ll learn to apply these insights–increasing resilience, agility, and innovation throughout your organization.

--This text refers to an out of print or unavailable edition of this title.

Product details

  • File Size : 20871 KB
  • Word Wise : Enabled
  • Print Length : 379 pages
  • Publisher : Phronesis Media (April 29 2019)
  • ASIN : B07QL2M9GK
  • Text-to-Speech : Not enabled
  • Enhanced Typesetting : Enabled
  • X-Ray : Not Enabled
  • Language: : English
  • Customer Reviews:
    4.5 out of 5 stars 52 ratings
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